Comments on: Be like NASA: Engage your employees /research-center/talent-management/20170526-be-like-nasa-engage-your-employees/?utm_source=rss&utm_medium=rss&utm_campaign=20170526-be-like-nasa-engage-your-employees Resource for Business Leadership, Coaching, and CEOs Wed, 21 Jun 2017 20:52:29 +0000 hourly 1 https://wordpress.org/?v=6.5.5 By: Henry Kahl /research-center/talent-management/20170526-be-like-nasa-engage-your-employees/#comment-2057427 Wed, 21 Jun 2017 20:52:29 +0000 https://2017.vistage.com/research-center/?p=21670#comment-2057427 Thank you for the article. However, I find that it falls short of being insightful regarding employee engagement. Like most articles and blogs regarding employee engagement, your focus is on the formal dimension of the compact that exists between the employer and the employee. Verne Harnish and others endorse “engagement behavior (that) is directionally aligned with business goals and focused on the mission of the organization.” It seems like relying on this one dimension and your three buckets is why employee engagement is at only 30% or so.

The “why” takes a step into the social and psychological dimensions, but it also falls short. The Values and Operating Principles implicitly and explicitly expressed by the managers carry greater weight than the “Why,” since they make the “Why” believable or not.

Your other points really highlight the work of managers and how well they perform their work. I know that managers are employees, but it is their work or lack of work that influences employees. Let’s be fair and talk about “manager engagement” and how this impacts/influences the formal, social and psychological dimensions of employee engagement. This is the framework of how to facilitate employee engagement and the personal compact that it under pins.

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